When leaders grow other leaders, the people flourish and the organization thrives.  The primary work of every serving leader is to intentionally grow others. Jesus demonstrated this by empowering His twelve disciples.  

 ¹ When Jesus had called the Twelve together, he gave them power and authority to drive out all demons and to cure diseases, ² and he sent them out to proclaim the kingdom of God and to heal the sick (Luke 9:1-2, NIV).

As Jesus sent out the twelve, He shifted His focus from doing the work to equipping others to carry it forward. In doing so, He demonstrated how growing others produces flourishing.

Growing leaders brings flourishing by sharing power.  

Jesus “gave them power and authority.” His mindset was not simply to use His power and authority, but to share it with those who followed Him. He shared both power and authority. He gave the disciples both the capacity to do accomplish the task (power) and the legitimate permission to act on His behalf (authority). Prior to this passage, He spent time training them and demonstrating how to do the tasks He would ask them to do. Now He gave them permission to go and implement what they had learned.

Some leaders seek to gain power and authority for themselves. But serving leaders deliberately distribute both so that others can grow and contribute. Some leaders help others grow their capacity, but don’t provide a place for them to use what they’ve learned. But serving leaders share both power and authority.

Growing leaders brings flourishing by stretching capacity.

Jesus “sent them out to proclaim the kingdom of God and to heal the sick.” He had demonstrated preaching and healing to them; now He asks them to go and practice! This was undoubtedly a stretching experience for the disciples. They might have wondered as they headed out, “Can I really do this?” But the confidence of Jesus in them provided the impetus for them to rise up and do what He asked. Great leaders look for opportunities to stretch the capacity of those on their team. They evaluate where each person is at and what assignment would appropriately build their capacity. Then they assign responsibilities that builds capacity and confidence on their team.

Some leaders fear that increasing responsibilities of those they lead will result in mistakes and failures. So they keep people at the same level. But serving leaders see potential in every individual and provide them with growth opportunities that will stretch their capacity and build a stronger team. They recognize that mistakes and failures are a necessary part of the growth process.

Growing leaders brings flourishing by scaling the mission.

By sending out the twelve Jesus began to scale His mission. When Jesus preached and healed His impact was limited to the places He could physically reach. But when He sent out six teams of disciples He was effectively fulfilling His mission in many locations, ultimately reaching many more people and places than He could have done alone. He recognized that if He didn’t grow His team, the work would stop when He was gone. But with a strong team empowered and prepared to do the work His impact would spread far beyond His physical presence.  

Some leaders try to increase results by working harder and faster. But serving leaders invest in the growth of their team and slowly build the capacity to scale their mission and multiply their impact.

For further reflection and discussion:

Reflect on your own leadership journey in relation to this element of growing leaders.  On a scale of 1-10 (10 is perfect) how would you rate your own leadership?   How much of my time actually goes to developing people on my team?   What portion of my time should I be spending on developing others?

How quickly do I share power and authority in my leadership? When I equip others, do I also find ways to give them platforms to use their new skills?  

How much do I believe in the potential of those I lead? How does that impact my leadership with them?

Think about the people on your team. Identify one person that is ready for a growth opportunity. Who is the person, what new responsibility are they ready to take and when will you do any needed training and empowering for this to happen?

In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus: Matthew 10:1-15, 14:16, 16:19, 21:1-3, 26:38-41, 28:18-20; Mark 6:7-13; Luke 6:12, 9:1-6, 22:8-13; John 20:21-23 and 21:15-17. What additional insights do you find?            

Until next time, yours on the journey,

Jon Byler

If you want a document containing all six issues of this series, click here.

*Note: This series is based on The LeadersServe Culture which is designed to help people flourish and organizations thrive. This happens when leaders serve. The LeadersServe Culture training provides an in depth look at each of these elements with practical exercises to clarify, communicate, and cultivate each one into the life of your organization. For more information about this model and other training resources visit www.LeadersServe.com

Every organization rises or falls on the strength of its teams. When leaders intentionally build teams with synergy, people flourish and remarkable outcomes are achieved. Jesus understood this principle well and carefully and prayerfully built a team that would eventually change the world.       

 ¹³ Jesus went up on a mountainside and called to him those he wanted, and they came to him. ¹⁴ He appointed twelve that they might be with him and that he might send them out to preach ¹⁵ and to have authority to drive out demons. ¹⁶ These are the twelve he appointed: Simon (to whom he gave the name Peter), ¹⁷ James son of Zebedee and his brother John (to them he gave the name Boanerges, which means “sons of thunder”), ¹⁸ Andrew, Philip, Bartholomew, Matthew, Thomas, James son of Alphaeus, Thaddaeus, Simon the Zealot ¹⁹ and Judas Iscariot, who betrayed him (Mark 3:13-19, NIV).

After calling this unlikely group of twelve Jesus spent three years to shape them into a team with remarkable synergy that would literally change the world.  Notice how He did it.

Team synergy brings flourishing by building relationships. 

Jesus “appointed twelve that they might be with him….” The first concern of Jesus was that the disciples would be in relationship—first with Him and then with each other. He understood that the only way they would be able to change the world was if they learned to know, trust, and love each other. Relationships can be difficult, messy and challenging and Jesus’ team experienced all of this. But over the course of three years, they became a strongly united team.  People are designed for relationships and effective leaders find ways to build healthy relationships with their team. They recognize that each person on the team has their own dreams, hopes and challenges. They are not simply machines to do tasks.

Some leaders build teams around tasks expecting that the common goal will result in synergy. They don’t spend time or energy building relationships. But serving leaders first build teams around shared relationships that build trust and respect. 

Team synergy brings flourishing by uniting around a mission.

“He appointed twelve…that he might send them out to preach…and drive out demons.” Jesus had a mission to be accomplished with the team that He chose—they were to go out and preach. Strong relationships were the foundation that launched them into mission. All teams exist for a purpose and Jesus made it clear from the beginning what their task would be.

Some leaders build teams that relate well together but don’t accomplish the mission! Serving leaders hold teams accountable to accomplish the mission.

Team synergy brings flourishing by encouraging diversity.

“These are the twelve he appointed.” It is hard to imagine a more diverse group of 12 than this group. Some were uneducated fisherman or tradesmen; at least one was a professional. Some were outspoken; others didn’t say anything that was recorded! Some were working with the Romans; others were committed to resist their rule. Jesus deliberately brought together a diverse team. He understood that when relationships are built and a common mission is shared, diversity strengthens the team and maximizes impact.  

Some leaders try to build diverse teams without relationships.  The result is explosive! But serving leaders deliberately build diverse teams with a foundation of healthy relationships and a clear mission focus. 

For further reflection and discussion:

Reflect on your own leadership journey in relation to the synergy of the team(s) you lead. On a scale of 1-10 (10 is perfect) how would you rate your own leadership?   Do I tend to focus on relationships or mission on my team?  What is the result in my leadership?

• How healthy are relationships on my team(s)? What is something I can do this week to strengthen relationships between myself and the team and between team members?
• How do I keep my team accountable to outcomes that advance our mission?

Is my team diverse enough in strengths, personalities, and perspectives to accomplish all they can do?   If not, what changes can I make?

In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus: Matthew 4:18-22; Mark 10:35-45; Luke 6:12-13, 9:46-48, 9:51-55, 10:1, 22:24-31; John 1:35-51; Romans 12:3-8; and 1 Corinthians 12. What additional insights do you find?         

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at the final element of a flourishing culture: Growing Leaders

*Note: This series is based on The LeadersServe Culture which is designed to help people flourish and organizations thrive. This happens when leaders serve. The LeadersServe Culture training provides an in depth look at each of these elements with practical exercises to clarify, communicate, and cultivate each one into the life of your organization. For more information about this model and other training resources visit www.LeadersServe.com

Organizations flourish when the mission is clear and everyone understands what is most critical to accomplish. The mission of an organization describes the activities that bring the greatest value to those being served.

Jesus had absolute clarity about His mission. This was perhaps most clearly stated at the beginning of His ministry when He read the words of Isaiah in the synagogue at Nazareth.

¹⁸“The Spirit of the Lord is on me, because he has anointed me to proclaim good news to the poor. He has sent me to proclaim freedom for the prisoners and recovery of sight for the blind, to set the oppressed free, ¹⁹to proclaim the year of the Lord’s favor” (Luke 4:18-19, NIV).

With these words Jesus identified the focus of His work on earth and the things that would characterize His ministry. In doing so, He shows serving leaders how a mission focus produces a flourishing culture*.

Mission focus brings flourishing by defining what is most important.

Jesus could have done many things that would have been good and beneficial, but He chose to define the actions that were most important to achieve His mission. The verbal declaration of His mission established where He would focus His energy and shaped His ministry. His mission would be defined by proclamation and acts that set people free.  

Organizations that define what is most important are able to flourish when everyone understands the things that are mission critical. They do not try to imitate what others are doing, but stay laser focused on their own mission.

Some leaders aren’t willing to do the hard work of deciding what actions are critical to fulfilling the mission. But serving leaders define the actions that will bring the greatest return to the organization.

Mission focus brings flourishing by determining what brings greatest value.

The mission of Jesus was focused on meeting the felt and deeper needs of the people He came to serve. Had a survey been taken of the people in the area asking them what their greatest needs were, I’m sure that they would have mentioned most of the things that Jesus listed as His mission. Organizations flourish when they determine ways that they can serve that bring the most value to their members, clients, or customers.

Some leaders determine what products or services they will offer based on their own estimation of what their customers want. But serving leaders proactively ask questions to find out what things bring the greatest value to those they serve.  Then, they clarify to the entire team the actions that bring the greatest value to their customers. They share stories of ways that people value the service or product provided by the organization.

Mission focus brings flourishing by disclosing what is not mission critical.

Jesus’ mission statement did not list things which He would avoid in His work. But the act of naming the mission critical items identified many other actions that would be a waste of time and energy for His calling.

Some leaders assume that all activity is important. But serving leaders continually watch what is being done in the organization and call out any activity that is a wasted effort. They understand that the “not to do” list is often as critical as the “to do” list. They remove obstacles from their team that detract from the activities that are critical. As they do, they build an organization that flourishes.

For further reflection and discussion:

• Reflect on your own leadership journey in relation to mission clarity. On a scale of 1-10 (10 is perfect) how would you rate your own mission clarity?
• Have I talked to those I serve (our members, customers or clients) to ask what things they most value that we do for them? In what ways does this shape my understanding of what is central to our mission?
• How clearly have I articulated to my team the actions which are most central to our mission as an organization?
• Is my team clear on what activities we should not be doing? How well does our culture eliminate waste from our actions?
• In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus: Matthew 10:8, 28:18-20; Mark 10:45; Luke 4:18-29, 43, 19:10; John 10:20, 12:46, 18:37; Acts 1:8.  What additional insights do you find?     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the next element of a flourishing culture: Team Synergy

*Note: This series is based on The LeadersServe Culture which is designed to help people flourish and organizations thrive. This happens when leaders serve. The LeadersServe Culture training provides an in-depth look at each of these elements with practical exercises to clarify, communicate and cultivate each one into the life of your organization. For more information about this model and other training resources visit LeadersServe.com.

Jesus invested time and energy to instill His values in the lives of His disciples. His first formal teaching, the Sermon on the Mount, begins with a list of values:

He said: ³“Blessed are the poor in spirit, for theirs is the kingdom of heaven. ⁴Blessed are those who mourn, for they will be comforted. ⁵Blessed are the meek, for they will inherit the earth. ⁶ Blessed are those who hunger and thirst for righteousness, for they will be filled. ⁷ Blessed are the merciful, for they will be shown mercy. ⁸ Blessed are the pure in heart, for they will see God. ⁹ Blessed are the peacemakers, for they will be called children of God. ¹⁰ Blessed are those who are persecuted because of righteousness, for theirs is the kingdom of heaven (Matthew 5:3-10, NIV.)

Jesus begins His teaching, not with commandments for living but with values to practice. He wanted the values of His followers to align with His. His example guides serving leaders to clearly establish the values of the organization in ways that produce flourishing.

Values alignment brings flourishing by guiding actions.

The values Jesus described were not just great theories, they were meant to guide actions in daily life. He was focused on shaping behavior. Every organization chooses what actions are accepted and important. When done with intentionality and careful thought as Jesus did, this produces alignment and flourishing. Everyone understands what actions are expected and which ones are not.

Some leaders assume that people will find a good way to live and act while they are together without additional direction from the leader. But serving leaders carefully communicate the values in ways that guide the actions of those they serve.

Values alignment brings flourishing by setting standards.

The explicit list of values Jesus shared with His disciples set the standard for how they were to live. His values made it clear what behaviors were acceptable and at the same time clarified what behaviors were not acceptable. On several occasions He corrected them when their values did not represent His kingdom. He understood that values set the standard and everyone needed to be held accountable to live by the standard.  He brought alignment by clearly setting the standards and holding everyone accountable to them. He understood that what leaders tolerate teaches values faster than what they articulate.

Some leaders expect that a list of values on the wall is sufficient to set the standard. But serving leaders talk about the values often and hold themselves and everyone else accountable to keep the standards that have been set.  They work deliberately to get the values off the walls and into the hearts of their people.  

Values alignment brings flourishing by shaping culture.

It was the expectation of Jesus that His followers would live out a new way of living and in time develop a new culture that reflected His priorities. Likewise, an organization that clarifies and lives out the values of the organization will develop a culture shaped by those values. Culture becomes powerful when everyone involved can say, “This is the way we do things here.” This becomes the foundation of a flourishing organization.

Some leaders allow their organizational culture to be shaped without intention. But serving leaders leverage the power of values to shape a healthy culture in which people flourish and the organization thrives.

For further reflection and discussion:

Reflect on your own leadership journey in relation to how clearly you have aligned values in your organization. On a scale of 1-10 (10 is perfect) how would you rate your own leadership in this area? What has been the result in your leadership?

In my organization are values expressed by default or by design? What can I do this week to more intentionally talk about the values which are important to my organization?

Is there someone I know on my team that is violating one of our values? What will I do to address this issue?   

Do those I lead understand our values well enough to articulate them and help hold each other accountable? What can I do to strengthen this element of our organization?

In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus:  Matthew 26:51-52; Mark 10:41-45; Luke 9:51-55, 10:17-20, 22:24-27; John 13:1-17. What additional insights do you find?              

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at the next element of a flourishing culture: Mission Focus

Vision, a compelling view of the future, is an essential ingredient in a culture that has energy, alignment, resilience and impact—a flourishing culture. In the last issue we examined how Jesus modeled servant leadership in ways that brought flourishing to His world. Now, we’ll shift to how He used a clear vision to produce flourishing among His followers—and how that dynamic shapes healthy cultures today.

Jesus continually shared His vision for the future throughout His ministry, most clearly as He spoke of the rule and reign of God in the world—the kingdom of God. Perhaps the simplest expression of this vision was the phrase He encouraged the disciples to pray, 

“…Your kingdom come, your will be done, on earth as it is in heaven.”  (Matthew 6:10, NIV).

Imagine a world in which God’s will is done as it is in heaven! This is an amazing thought, nearly beyond our ability to imagine. The vision Jesus shared provided motivation for the disciples to flourish as leaders.  By incorporating this phrase into the model prayer, Jesus ensured that it would be repeated often by His followers—continuing to shape and motivate us more than 2,000 years after He spoke it. We learn from Him the power of a clear vision.

Vision clarity brings flourishing by providing purpose.

The vision of a world that was more fully aligned with heaven provided purpose to the work the disciples were called to do. As they visited towns and villages and later took the message to the world, they were keenly aware that their daily actions were a part of something far larger than themselves. Their work had meaning.

Humans are designed to need purpose in their lives. We all want to be a part of something that is bigger than ourselves, something that stirs commitment inside of us. A clear vision meets this need by providing purpose.

Some leaders rely primarily on compensation to motivate their teams and do little to call others to a powerful vision. But serving leaders create a compelling vision for their organization. They recognize that every organization exists to bring good to the world and to make the world a better place in some way. Then, they ensure that every person in the organization understands how their work helps accomplish that purpose. This can be as simple as a question: “Do you realize that what you are doing helps us reach the vision?”

Vision clarity brings flourishing by stirring passion.  

The vision of Jesus was so big that it stirred passion in the lives of the disciples. They willingly gave time and energy to bring the vision to reality. A clear vision that is compelling and exciting causes people to come to life by igniting their passion.

Some leaders offer their teams a vision of profitability or market dominance. While important, these goals alone are rarely large enough to stir passion on the team. But serving leaders stir passion in their followers by inspiring hope that together they can accomplish the nearly impossible dream.

Vision clarity brings flourishing by encouraging perseverance.

Jesus knew there would be a high cost to accomplish the vision and shared this often. He would die for it along with several of the disciples. All would suffer greatly. But a compelling vision encourages perseverance. The vision is worth the pain and cost that it requires to accomplish.

Some leaders expect their followers to persevere simply to keep their jobs. But serving leaders remind their followers that accomplishing the vision is worth the cost.

The vision Jesus shared energized ordinary men into passionate champions of His cause. He calls each of us to do the same in the arena in which we lead and serve.

For further reflection and discussion:

Reflect on your own leadership journey in relation to this element, clarifying vision for your organization. On a scale of 1-10 (10 is perfect) how would you rate your own effectiveness in keeping the vision clear and in front of those you serve? 

If the vision of Jesus is to bring God’s will to the earth, what specific part of that does my organization exist to fulfill? How does my organization make the world a better place? Does our current vision statement express this well? If not, what can I do to improve it?

What do I do as a leader to connect the work of each person I lead to the vision? What additional step can I take in my next conversation with someone on my team?

Is the vision I share for my organization large enough to inspire passion in people? What more can I do as a leader to connect their hearts with the vision?

In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus:   Matthew 10:5-8, 19:28-30, 25:31-46, 28:18-20; Mark 14:60-62; Luke 17:20-21, 21:12-19; and John 16:33. What additional insights related to vision do you find?   

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine the next element of a flourishing culture: Values Alignment

 Flourishing things are attractive. We love to look at a well-manicured flower garden where all the plants are healthy and strong. The same is true for organizations that flourish—they are attractive. Flourishing plants require healthy soil; flourishing organizations require a healthy culture.

In this series we’ll examine 6 elements of a flourishing culture* and look at how Jesus modeled these elements in his own leadership. The first element of a flourishing culture is a servant leader. The servant leader shapes the culture to help organizations thrive. Jesus illustrates this with His life and teaching.

²⁴ A dispute also arose among them as to which of them was considered to be greatest. ²⁵ Jesus said to them, “The kings of the Gentiles lord it over them; and those who exercise authority over them call themselves Benefactors. ²⁶ But you are not to be like that. Instead, the greatest among you should be like the youngest, and the one who rules like the one who serves. ²⁷ For who is greater, the one who is at the table or the one who serves? Is it not the one who is at the table? But I am among you as one who serves (Luke 22:24-27, NIV).

 Jesus contrasts typical leadership with the way He serves.

Servant leadership brings flourishing by lifting others.

Jesus observes, “The kings of the Gentiles lord it over” those they lead. They see themselves at the top of the organizational chart. They are the bosses that tell others what to do. They rule; others obey! They lift themselves up. But Jesus challenges us to become like the youngest and to lift others up rather than ourselves. Some leaders lift themselves up. Servant leaders lift others up. People flourish when they know their leader genuinely wants to see them succeed.

Servant leadership brings flourishing by acknowledging others.

Jesus notes that “those who exercise authority over them call themselves Benefactors.” They give themselves nice titles and accolades. They celebrate their own success and watch for failure in those they lead. Jesus points to a different way of leading. He calls us to recognize the achievements of others, to celebrate their successes, to catch people doing what’s right and call it out!     

Some leaders shine the light on themselves but servant leaders shine the light on others. People flourish when their achievements are celebrated and when they know their leader is cheering them on.

Servant leadership brings flourishing by modeling for others.

After Jesus illustrates the difference between common leadership in the world and His leadership, He also states the obvious, “I am among you as one who serves.” Jesus was the model of the radical leadership He was asking of His followers. He showed them that leadership was not about who has the highest title or position. He used His power, but it was always to serve others, not His own interests. He practiced what He preached. His mission was to lower Himself to become a man and to follow the path of humility to the cross. His serving was not a leadership technique—it was the heart of who He was.

Some leaders tell others what to do, but they don’t follow their own standards. But serving leaders humbly model what they call others to do. They live out their heart of service. People flourish when their leader is a person of integrity who practices what they proclaim.  

For further reflection and discussion:

• Reflect on your own leadership journey in relation to being a servant leader. On a scale of 1-10 (10 is perfect) how would you rate your own leadership?      Why?
• In what way have I used my leadership role to lift others up?      In what ways could I lift others up more often and deliberately?   Are there things in my heart that keep me from lifting others up, eg. fear, pride, insecurity?
• Reflect on how you can celebrate a recent success of those you lead. Develop a plan of action on what you will do and when you will do it.
• How confidently can you say to others, “I am among you as one who serves”?   What would it take for you to be able to say this more confidently?   
• In addition to the scripture used in this issue, reflect on the following verses from the life of Jesus:  Matthew 20:20-28; Mark 5:25-34, 6:30-34, 10:13-16, 35-45; John 13:1-17; What additional insights do you find?    

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll look at the next element of a flourishing culture: Vision Clarity

*Note: This series is based on The LeadersServe Culture which is designed to help people flourish and organizations thrive. This happens when leaders serve. The LeadersServe Culture training provides an in depth look at each of these elements with practical exercise to clarify, communicate and cultivate each one into the life of your organization. For more information about this model and other training resources visit LeadersServe.com.

How does Christmas impact your leadership? The coming of Jesus as a baby changes everything and reshapes the way we lead. Theologians describe the coming of Jesus as the incarnation which means that God stepped into human life. He entered our world, our struggles and our experiences. Matthew describes what would happen like this:

²¹ She will give birth to a son, and you are to give him the name Jesus, because he will save his people from their sins.”

²² All this took place to fulfill what the Lord had said through the prophet: ²³ “The virgin will conceive and give birth to a son, and they will call him Immanuel” (which means “God with us”) (Matthew 1:21-23, NIV).

The names given to Mary’s child were significant: Jesus and Immanuel. Jesus means savior and Immanual means “God with us.” At Christmas, God entered our world through Jesus. As He did, He demonstrated what incarnational leadership looks like.

Incarnational leadership enters the world of others.

“God with us.” The astounding reality of the Christmas story is that God left the majestic beauty and glory of heaven to enter our broken world through Jesus. What does this mean for our leadership? Leaders have the choice to live in their own world or to enter into the world of those they serve. Many leaders remain aloof and distant, far above those around them. But serving leaders make a conscious choice to practice incarnational leadership—listening, asking questions, and letting go of status barriers. They seek to understand the world that their followers are living in.  They enter the world of others.

Incarnational leadership walks with others.  

Jesus came to be “God with us.”  He would spend much of His life walking dusty roads with His disciples and many others. He provided the gift of His presence and companionship on the journey of life. It was not always easy or convenient, but He walked with others. Many leaders are too busy being great to have time for others. They are focused on their own journey. But serving leaders take time to walk with others. They leave the office and walk down the hall for a conversation. They come off the stage to mingle with the audience. They take a new employee or new member out for lunch to get to know them.  They walk with others.

Incarnational leadership meets the needs of others. 

The child born at Christmas was named Jesus “because he will save his people from their sins.” Jesus came to meet the greatest need humans have—salvation. Only Jesus saves, but we can reflect His heart by seeing the needs of others, caring about them and responding appropriately.

Many leaders are in positions of authority to have their own needs met. They focus on the goals of the organization and see others as means to accomplish that end. But serving leaders see others as people with genuine needs and concerns. They seek to address those needs. Where there is a need for an encouraging word, they provide it. Where there is a need for correction, they offer it. Where there is a financial need they seek to meet it. They meet the needs of others.

This Christmas your presence may be the best present you can give your followers— incarnational leadership that is “with them.”

For further reflection and discussion:

• Where am I tempted to remain in my own leadership bubble?  What have I done this week to leave that world and enter the world in which those I lead live daily?
• Would my team say I am walking with them, or distant? What steps could I take this week to walk with one person on my team?
• Does your leadership focus primarily on meeting your own needs or of those you serve? What is one need you can meet today for someone on your team?
• What one incarnational act can I offer to someone this week?       

Until next time, yours on the journey,

Jon Byler

Many leaders live in tomorrow—and miss the blessings of today.  While looking ahead and solving problems is a needed component of leadership, it can lead to a lack of appreciation for what is. Serving leaders learn to lead with gratitude. Consider Paul’s leadership:

³³ Just before dawn Paul urged them all to eat. “For the last fourteen days,” he said, “you have been in constant suspense and have gone without food—you haven’t eaten anything. ³⁴ Now I urge you to take some food. You need it to survive. Not one of you will lose a single hair from his head.” ³⁵ After he said this, he took some bread and gave thanks to God in front of them all. Then he broke it and began to eat. ³⁶ They were all encouraged and ate some food themselves (Acts 27:33–36, NIV).

Paul was one of 275 passengers on this boat during a life-threatening storm. He has no position or title but leads the crew and passengers with his words of encouragement. Then, he pauses to give thanks—a powerful picture of leading with gratitude.

Leading with gratitude is a choice.

Paul took bread and “gave thanks to God in front of them all.” What could he give thanks for in this crisis? All around him was fear of the future and a sense of doom. We don’t know what he said, but perhaps he gave thanks that they were still alive, that they had bread to eat, and that they were not alone in the storm. Perhaps he thanked God for His presence or for the vision that gave him much hope a few days earlier. But whatever he said, Paul chose to give thanks. The choice to express gratitude refocused his attention and all those around him on their blessings instead of their fears.   

Some leaders look around and see problems on every side. They call their team for a meeting to solve the problems and address the issue. They have no time to stop and give thanks. But serving leaders choose to look beyond the problems and give thanks for what is good. Even when they lead a meeting to address challenges, they begin by publicly giving thanks as Paul did. They lead with gratitude.  

Leading with gratitude is concrete.  

Paul’s gratitude led to a concrete tangible action, “he broke it and began to eat.” He acknowledged that the sailors and passengers were physically hungry and would need some energy. He also understood that two weeks of watching the wind and the waves had taken an emotional toll and brought a sense of helplessness. So, he invited them to take a small but significant step of action over their own future.

Some leaders pause to give thanks, but don’t invite others to act on their gratitude. But serving leaders use gratitude as a call to action. They invite their team to give to others, to volunteer for a project or to write a note of appreciation. They lead with gratitude. 

Leading with gratitude is contagious.

Paul’s gratitude was contagious, “they were all encouraged and ate some food themselves.” Paul’s actions changed the atmosphere on the boat as people ate together for the first time in weeks. An attitude of gratitude is contagious; it impacts the lives of others and helps them to also give thanks.

All leaders impact others with their attitudes. Some leaders focus on the problems and ignore what is good. (They would do well to wear a mask that kept their attitude to themselves!) But serving leaders seek to have an attitude of gratitude and share it with everyone in the room. They lead with gratitude. 

For further reflection and discussion:

• Is my natural impulse to look at what could be or to be grateful for what is? How does this impact my leadership?
• In what current circumstances do I need to stop and focus on gratitude? How can I do this publicly?
• What can I do to demonstrate my gratitude in concrete ways? In what ways can I call my team to actions that express gratitude?
• What attitudes are spreading under my own leadership? What can I do to make a greater positive impact?           

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll focus on incarnational leadership, a Christmas theme.

Healthy leaders understand that their heart shapes everything they do. They pay attention to their emotions—not to be ruled by them, but to guide them in the right direction. Great leaders don’t suppress emotions; they shepherd them. Our heart can be guided in the right direction. Consider these scriptures:  

Do not let your hearts be troubled. You believe in God; believe also in me (John 14:1, NIV).

Do not be anxious about anything, but in every situation, by prayer and petition, with thanksgiving, present your requests to God. And the peace of God, which transcends all understanding, will guard your hearts and your minds in Christ Jesus (Philippians 4:6–7).

Listen, my son, and be wise, and set your heart on the right path (Proverbs 23:19).

Trust in the Lord with all your heart and lean not on your own understanding; in all your ways submit to him, and he will make your paths straight. (Proverbs 3:5–6)

These verses make it clear that we have a responsibility to guide our hearts and emotions. How can we guide the direction of our heart?

We guide our heart by refusing its wrong directions.

Jesus said, “Do not let your hearts be troubled.” He addressed their fear of the future and anxiety over His departure. But His words clearly indicate that we have the power and the responsibility to refuse to live with emotions that take us in the wrong direction.    

Some leaders learn to acknowledge their emotions but do not make any effort to change them. They might say to their team, “That’s just the way I feel and nothing is going to change it.” But serving leaders identify emotions that take their heart in the wrong direction and they refuse to dwell there. They say, “That’s the way I feel, but I’m not going to move in that direction!”

We guide our heart by replacing its wrong directions.

Jesus’ words to the disciples implied that the way to be set free from their troubled hearts was to focus on their belief in Him. Paul makes the same point clear when he talks about anxiety in Philippians. He recognizes that when our emotions lead us in the wrong direction it is not enough to refuse the wrong emotion, it must be replaced with another.  So, he instructs us to replace anxiety with prayer and thanksgiving. Focusing on prayer with thanksgiving will result in “the peace of God” replacing anxiety. It is difficult to be anxious and thankful at the same time!

Some leaders acknowledge that their emotion is not healthy, but don’t do the hard work of replacing it with a better one. But serving leaders ask God to help them find a replacement for that emotion. They are willing to spend time in prayer or giving thanks when they feel anxiety welling up within them.

We guide our heart by redirecting it in the right direction.

 How does this apply to our emotions and hearts? Not only are we invited to refuse to allow our emotions to go in the wrong direction and to replace specific emotions as Paul instructed, but the writer of Proverbs invites us to redirect our hearts on the right path. A path implies a direction that continues over time leading to a destination. Finding the right path happens as we learn to “trust in the Lord with all your heart…lean not on your own understanding…submit to him.” This is a lifelong process of learning to put our trust in the Lord and to submit to His ways. We learn to submit our hearts and emotions to Him, openly acknowledging what we feel but then submitting those feelings to Him and asking for His power to set our emotions on the right path.

Some leaders try to change their hearts on their own by sheer willpower or effort. They tell themselves, “I won’t get angry again!” But serving leaders acknowledge that without God’s help, their hearts will not follow the right path. They submit their emotions to Him and find the right path. They cry out, “God, I don’t want my heart to follow a path of anger, please redirect my emotions to your path.”

 Effective leaders pay attention to the condition of their hearts and take the journey towards emotional health. This allows them to lead others from a place of peace instead of anxiety.

For further reflection and discussion:

• In what ways has my leadership been led by my emotions? (If you are unsure, ask a trusted friend for their input.)
• Have I viewed my emotions as within my control or out of my control? How has this impacted my leadership?
• What emotions do I experience regularly that take me in the wrong direction? How aware am I of how these emotions impact my life and leadership? Who receives the greatest impact of these emotions?
• What replacements could I make for these emotions? Are there actions I could take that would help to replace these emotions with more helpful ones?   
• What is the general “path” of my emotional health, is it heading in the right direction or the wrong direction? How is this a reflection of my capacity to not lean on my own understanding, but submit to God?
• In addition to the verses mentioned in this issue, read and reflect on the following verses about the heart: Deuteronomy 6:5-6; Psalm 37:4, 42:5, 51:10, 119:11; Proverbs 4:23, 23:17, 24:17; Ezekiel 36:26; Matthew 6:21; Colossians 3:15.     How do these verses deepen my understanding about how to guide my heart?     

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll begin a new series!

If you want a single document with all three issues of this series, click here.

Note: Some of the thoughts for this series were inspired by the book, The Wholehearted Leader, by Simon and Ceri Harris.  The book focuses primarily on the emotions of the heart and their impact on leadership. While the biblical view of the heart is broader than emotions, it certainly includes emotions, which is often overlooked in leadership. The book offers great insight on how leaders can lead with healthy hearts.

Healthy leaders pay attention to their heart, the seat of their emotions. In the previous issue we recognized the power of our heart to direct our lives and the difficulty in understanding it. David acknowledged his desire to have an undivided heart. He also cried out to God for help in understanding the condition of his heart.

Search me, God, and know my heart; test me and know my anxious thoughts (Psalm 139:23).

David’s cry to God to search, know and test his heart was his attempt to gauge the condition of his heart. His cry gives serving leaders insight into how we can begin to understand the condition of our hearts.

The condition of our heart is gauged with vulnerability.   

David’s posture is one of extreme vulnerability. He cries out to God to take a close look into the depths of his own heart and soul, to “search” and “know” and “test” his heart—a risky step but vital step towards understanding his heart.  Already in the first verses of this Psalm, David has already acknowledged that God knows his thoughts and words even before they are expressed. (See Ps. 139:1-6). So, now he is secure enough to invite God to help him understand his own heart. For leaders, vulnerability is not weakness—it is a strength that brings greater self-awareness and cultivates trust with those who follow.

 Some leaders choose to lead without vulnerability. They focus on getting the work done and consider any discussion of emotions as conversation for weak leaders.  But serving leaders recognize that their emotions impact their leadership and the condition of their heart is of primary importance. So, they are willing to be vulnerable with themselves, with God and others. 

The condition of our heart is gauged by searching. 

David’s primary request of God is “Search me…” This implies sustained, intentional attention to his heart. He welcomes God into this space to help him understand the condition of his heart. 

Some leaders prefer not to search their hearts and have no desire to know what is happening deep in their heart.  But serving leaders intentionally search for understanding of their internal world, their heart. They acknowledge that they cannot see their own blind spots and ask God and others for help.

The condition of our heart is gauged by acknowledging emotions.

David asks God to examine his “anxious thoughts.” He acknowledges that he has the emotion of anxiety and invites God to help him find out what it says about his heart. Identifying and acknowledging emotions is not an easy task for leaders. Leaders often notice only a few surface emotions but struggle to identify deeper feelings below the surface. In a meeting they may recognize frustration but not be aware of the anxiety driving it. This has been an area of continued growth for me! I have worked hard in this area and still have much to learn!  I have been helped by using a “feelings wheel”(*) to identify and acknowledge what I am feeling. 

Some leaders prefer not to take the risk of acknowledging their emotions. They may recognize an occasional outburst of emotion when it is evident to all but certainly have no interest in digging deeper to see what is under the surface. But serving leaders want to know and understand what is happening in their hearts. They pause often to reflect on what they are feeling, not simply what they are thinking.

For further reflection and discussion:

On a scale of 1 to 10, how aware am I of my own emotions? How does this impact my leadership?

How often am I vulnerable enough to ask God, or someone close to me, to help me understand what is happening in my emotions? Do I need the help of a counselor or professional to help me in this area?

What causes me anxiety as a leader? Do I notice what issues are on my mind when I wake up in the morning—signs of my subconscious emotions? 

Are there lies I have allowed myself to believe about my emotions? If so, how can I align my thoughts with truth? (For example, many leaders see some emotions as “good” and some as “bad.” Since we want to be good, it is difficult to acknowledge an emotion we have labeled as “bad.” There might be many other falsehoods we have accepted about emotions that are not aligned with scripture.)

What is the difference between healthy awareness of emotion and being emotional as a leader? (Reflect on what it means to be aware of emotion that informs our leadership vs. allowing feelings to determine our words and actions.) Which side do you tend to lead from?

In addition to the verses mentioned in this issue, read and reflect on the following verses about the heart: Psalm 13:2, 73:21-22; Proverbs 21:2, 29:11; Jeremiah 17:9-10; Matthew 26:37-38; Mark 3:5; Luke 19:41-44; John 11:33-35; and Philippians 4:7    How do these verses deepen my understanding about the condition of my heart?      

Until next time, yours on the journey,

Jon Byler

In the next issue, we’ll examine how to guard the direction of our heart.

*Many versions of “feelings wheel” can be found online, a sample is here.

Note: Some of the thoughts for this series were inspired by the book, The Wholehearted Leader, by Simon and Ceri Harris.  The book focuses primarily on the emotions of the heart and their impact on leadership. While the biblical view of the heart is broader than emotions, it certainly includes emotions, which is often overlooked in leadership. The book offers great insight on how leaders can lead with healthy hearts.